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Competing models of entrepreneurial intentions

Entrepreneurial intentions, entrepreneurs' states of mind that direct attention, experience, and action toward a business concept, set the form and direction of organizations at their inception. Subsequent organizational outcomes such as survival, development (including written plans), growth, and change are based on these intentions. The study of entrepreneurial intentions provides a way of advancing entrepreneurship research beyond descriptive studies and helps to distinguish entrepreneurial activity from strategic management.

Implementing Entrepreneurial Ideas: The Case for Intention

Presents a framework that highlights the differences among entrepreneurs and among their ventures. Building on the work of others, four dimensions are identified for this framework describing new venture creation. These are: individuals, environment, organization, and process. This is the first framework to combine all four of these dimensions. The individual dimension should consider not only the psychological characteristics of the entrepreneur such as need for achievement and locus of control, but must also consider the entrepreneur's background, experience, and attitudes. The process dimension should be viewed in light of six different behaviors including the location of a business opportunity and the accumulation of resources. Twelve factors are identified for the environmental dimension. These twelve factors were chosen based on the review of 17 research papers focused on environmental variables which affect new venture creation. The organization dimension is composed of three generic competitive advantage strategies and 14 competitive entry wedges. This framework allows for the examination and comparison of very different new ventures. Conflicting results in prior research studies may be explained by considering the dimensions used in that work. (SRD)

A Conceptual Framework for Describing the Phenomenon of New Venture Creation

Does entrepreneurial self-efficacy distinguish entrepreneurs from managers?

A review of the entrepreneurship literature suggests that differences among entrepreneurs and among their ventures are as great as the variation between entrepreneurs and nonentrepreneurs and between new firms and established firms. A framework for describing new venture creation integrates four major perspectives in entrepreneurship: characteristics of the individual(s) who start the venture, the organization which they create, the environment surrounding the new venture, and the process by which the new venture is started.

Conventional ways of viewing the social aspects of entrepreneurship are considered unsatisfactory; hence, this emphasis is recast in terms of the "entrepreneurial event." The entrepreneurial event is shaped by groupings of social variables (such as ethnic groups) and the social and cultural environment. The entrepreneurial event is denoted by initiative-taking, consolidation of resources, management, relative autonomy, and risk-taking. The proposed paradigm attempts to include all versions of the entrepreneurial event and all variables (situational, social, and individual) identified with the event. The paradigm will answer two basic questions: what brought about the life-changing event? and why this particular event? Negative information, events, or displacements often lead to entrepreneurial events. The particular action taken depends upon (1) perceptions of desirability (values), and (2) perceptions of feasibility. The utility of the paradigm lies in its application to questions of policy, historical examples, and future research. (TNM)

Lisa Sokol

Papers

The Social Dimensions of Entrepreneurship